The recent surge of strategic planning provides—at last—an outstanding opportunity to bring the field of manpower development into the “nuts and bolts” of the organization and make a lasting contribution that can be measured. In the past, many pragmatic executives have questioned the value of such “programs” as manpower planning, management development, career counseling—and with good reason. Without the affirmation of organizational or business goals, it is impossible to evaluate—in a business sense—the return on dollars invested in such efforts.
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James Sweet (1981) studied this question.